Abstract

AbstractA Global Information Technology Architecture (GITA) is an important organisational enabler for the implementation of an international business strategy. Specifically, hardware and software standards will guide the development of the information technology (IT) infrastructure platform. Prior research shows that the selection of IT standards in a large multi-business company is influenced by the corporate management style. The desire to integrate operations and the need to be responsive to local conditions are factors that have been demonstrated to influence the organisational form of multinational enterprises (MNEs). In turn, researchers have shown that the organisational form of the IT function often reflects the MNE organisational form. Hence in exploring the GITA, it is necessary to understand the mechanisms by which IT is managed.The implementation of the GITA is managed through the interplay between the IT departments that exist in different parts of the firm and are stakeholders in the GITA development process. This research extends current theory by examining the dynamics between these IT departments in an MNE so as to create a model of their interrelationships through a taxonomy of roles. It is postulated that each IT department's agendas are influenced by the management style and organisational form of the MNE. These propositions and issues are explored through a case study analysis in two large multinationals. Finally, the paper explains why IT stakeholders may resist new policies which helps practitioners to avoid resistance or deal with non- compliance when it occurs.